How can we identify our own blind spots and help our direct reports do the same?
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The same strategies that will work for your mentees or direct reports will work for you.
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Direct reports perform 15 percent worse than those reporting to a high-performing new leader.
He was a new manager, and had to give a performance review to one of his female direct reports.
Also, back in those days, the rule of thumb was a manager could manage at most 7-8 direct reports.
Among bosses who said they were thriving, direct reports were 15% more likely to also be thriving six months later.
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Managers should think in terms of KISS whenever they are giving instructions to their direct reports or giving feedback to employees.
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Excellent marketing companies have more direct reports to their marketing leaders (11 people) vs. low-performing companies, which have only 5 people.
So they surveyed the direct reports of new managers with MBA degrees.
Especially when people (your boss or direct reports) delegate inappropriately to you.
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In December he and his direct reports spent a week in China.
Many of my direct reports called him to lobby on my behalf.
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Instead of treating their direct reports simply as people that take instructions from them, they invite them to co-lead the organization with them.
Put simply, many of my most outstanding direct reports were regular exercisers, highly disciplined and effective both in the gym and the office.
Soon after assembling his new gang of direct reports Dell decided it was time to hear from the public, knowing that he would get an earful.
With this simple process, your direct reports and mentees can start looking for and lining up key people to add to their developmental networks.
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While this maybe a simple example, the idea behind treating your senior leadership team as co-leaders instead of just direct reports should be abundantly clear.
"I didn't know what I was getting into, " Alemany wryly recalls, reflecting on her first meeting with her direct reports--17 of the 18 were men.
Imagine how much their direct reports titter with excitement hearing these.
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Take time to get to know your colleagues and direct reports.
By contrast, Chief Steve Ballmer of Microsoft has 8 direct reports.
Those direct reports are also 20 percent more likely to leave.
And the direct reports need to know that the leader is giving them the leeway they need to speak up so they must tell the truth.
One of those changes, the Study finds, is that 79% of CEOs already have or will have their human resources directors as one of their direct reports.
If you have one or more direct reports who are threatened by the fear of loss more than they are driven to attain new heights, read on.
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Some readers might disagree and say, no, all you really need to succeed is the ability to please your own boss on the backs of your direct reports.
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Yes, it is an investment of time and effort to have lunch (or breakfast or afternoon tea) with your direct reports and get to know them as people.
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We first compared their level in the organization with their degree of likeability as measured by our likeability scale, based on feedback from their boss, peers and direct reports.
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